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Supplements BCI Growth III: May 1993.

Picks up the negotiation between Thermo-Impact and Medallion Capital where the (A1) and A2) cases leave off. The companies began talks in 1995 when Medallion offered to buy Thermo-Impact. This case brings the negotiation through May 1996. Students view developments from the perspective of Thermo-Impact's owners and must make decisions about how to proceed in the negotiation with Medallion. of class.

Carries the negotiation between Thermo-Impact and Medallion Capital through October 1996. The companies began talks in 1995 when Medallion offered to buy Thermo-Impact. Students view developments from the perspective of Thermo-Impact's owners and must make decisions about how to proceed in the negotiation with Medallion. Can be taught over a span of two or three class periods.

Supplements the (A) case.

Supplements the (A) case.

Supplements Xerox Technology Ventures: March 1995.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Describes the series of events and processes that led to the formulation of a reinvention plan.

A year after Rob Parson's manager decided to postpone Parson's promotion, Parson's new manager Gary Stuart faces the decision of promotion again. Stuart considers whether the efforts Parson had made were sufficient. Teaching purpose: To explore managerial problems associated with performance appraisal and performance management.

A year after Rob Parson's manager decided to postpone Parson's promotion, Parson's new manager Gary Stuart faces the decision of promotion again. Stuart considers whether the efforts Parson had made were sufficient.

Supplements the (C) case.

Supplements the (A) case.

The search for appropriate hardware and software to support the launch of a new large-scale retail operation forces the management team to define their goals at a very detailed level and to make all underlying assumptions explicit.

After meeting with a mediator, Montagu and Davis decided their goals were not in accordance, and Davis left General Scanning. Montagu and Brosens wrote three-year objectives for the company and proceeded to search for a new professional manager. Chuck Winston took on the role of CEO/president with the goals of growth, profitability, consistency, and solid management. Winston decentralized the company by forming four separate divisions: Recorder Products, Laser Systems, Optical Scanning, and Laser Graphics. By the end of 1994, General Scanning was worth over $76 million, was showing a profit with a strong balance sheet, and had over 1,000 customers. Having turned around the company and grown it threefold, Winston and the founders need to decide what to do next: merge, acquire, do an IPO, or spinoff the successful Laser Systems division. There remained the haunting issue that most of the stock was held by the two founders. The case discussion challenges students to deal with the core problem of managing this technology company--that is, formally changing the roles of the founders by changing the ownership and board of directors.

Connecticut Spring and Stamping Corp. (CSSC), a 50-year-old spring manufacturing and metal stamping firm, is experiencing slow sales growth and feeling the impact of global competition. The company has over 800 customers but little understanding of those customers' needs. They must improve manufacturing efficiency and respond to customer demands for higher quality, lower cost, and shorter delivery lead times. The company has a rich history of trying many management fads and now is exploring different methods of achieving higher quality. Andy Youmans, executive vice president responsible for this quality initiative, is contacted by the Toyota Supplier Support Center (TSSC), a world leader in manufacturing methodology, who offers to educate the CSSC plant in the Toyota Production System (TPS). Although short-term improvements are made, quality and delivery times worsen. It seems employees do not understand the reasons behind the new production methods, and Youmans is concerned about how to transfer what he has learned. The TSSC consultants suggest that Youmans go to Japan to visit companies that are practicing TPS principles.

Andy Youmans, executive vice president of CSSC, joins a group of U.S. executives on a tour of Japanese factories that practice the TPS. Three of the factories produce products similar to CSSC's, and even though they use similar equipment, they are significantly more productive. Once he returns to the United States, Youmans needs a plan to dramatically change his company, knowing that the three Japanese firms have significantly better performance (more than four times the revenues per employee). How can he replicate the Japanese companies' capabilities?

Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company's key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture.

The director of human resources for Grupo Industrial Bimbo, S.A., was involved in a corporate re-engineering initiative. The conclusions of the initial benchmarking studies recommended laying off 6,000 of the company's 40,000 workers to reduce and control costs. This case describes what the company did and is intended to be used in conjunction with the (A) case, 9A98M010.